Friday, November 09, 2007

Configuration management is about managing change of the multiple items composing an information system. This article puts in reference the configuration management function and the ISO 9001 standard. This standard offers a wide range of advice on how to deal with this important, but often neglected, aspect of software engineering.

The software engineering practices associated with software configuration management (SCM or CM) offer a number of opportunities to address requirements found in the International Standard, ISO 9001. From a management perspective, the principles and practices of CM represent an accepted and understood foundation for implementing ISO-compliant processes in software engineering organizations. In addition, the growing number of tools for automating CM practices is chance for improving the efficiency and effectiveness of these processes.

This article begins with brief, general definitions of configuration management and of ISO 9001.Configuration ManagementWhile there is no single definition of CM, there are three widely disseminated views from three different sources: the Institute of Electrical and Electronics Engineers (IEEE), The International Organisation for Standardisation (ISO), and the Software Engineering Institute (SEI) at Carnegie Mellon University.

The IEEE perspective on CMA most widely understood description of the practices associated with configuration management is found in the IEEE Standard 828-1990, Software Configuration Management Plans.[Numbers in brackets are added]

"SCM activities are traditionally grouped into four functions: [1] configuration identification, [2] configuration control, [3] status accounting, and [4] configuration audits and reviews."IEEE Standard 828-1990 goes on to list specific activities associated with each of the four functions (the number of the paragraph containing the reference appears in parentheses):Identification: identify, name, and describe the documented physical and functional characteristics of the code, specifications, design, and data elements to be controlled for the project. (Paragraph 2.3.1)

Audits and reviews: determine to what extent the actual configuration item reflects the required physical and functional characteristics (Paragraph 2.3.4)

This list is similar to the set of activities noted by Pressman:"Software configuration management is an umbrella activity ... developed to (1) identify change, (2) control change, (3) ensure that change is being properly implemented, and (4) report change to others who may have an interest."

The ISO perspective on CMIn the guideline document, ISO 9000-3:1991 Guidelines for the application of ISO 9001 to the development, supply and maintenance of software, the International Organisation for Standardisation identifies a similar set of practices as CM:"Configuration management provides a mechanism for identifying, controlling and tracking the versions of each software item. In many cases earlier versions still in use must also be maintained and controlled.

"The [CM] system should"a) identify uniquely the versions of each software item;"b) identify the versions of each software item which together constitute a specific version of a complete product;"c) identity the build status of software products in development or delivered and installed;"d) control simultaneous updating of a given software item by more than one person;"e) provide coordination for the updating of multiple products in one or more locations as required;"f) identify and track all actions and changes resulting from a change request, from initiation ... to release."

The SEI perspective on CMBased on a review of currently available tools and an evolving understanding of the organizational role of CM, the SEI advocates a broader definition of CM in SEI-92-TR-8:"The standard definition for CM taken from IEEE standard 729-1983 [updated as IEEE Std 610.12-1990] includes:"Identification: identifying the structure of the product, its components and their type, and making them unique and accessible in some form"Control: controlling the release of product and changes to it throughout the life cycle …"Status Accounting: recording and reporting the status of components and change requests, and gathering vital statistics about components in the product"Audit and review: validating the completeness of a product and maintaining consistency among the components …

"[The IEEE] definition of CM … needs to be broadened to encompass … :"Manufacturing: managing the construction and building of the product"Process management: ensuring the correct execution of the organization's procedures, policies, and life-cycle model"Team work: controlling the work and interactions between multiple developers on a product."

Saturday, November 03, 2007

Software validation is a critical tool used to assure the quality of device software and software automated operations. Software validation can increase the usability and reliability of the device, resulting in decreased failure rates, fewer recalls and corrective actions, less risk to patients and users, and reduced liability to device manufacturers. Software validation can also reduce long term costs by making it easier and less costly to reliably modify software and revalidate software changes. Software maintenance can represent a very large percentage of the total cost of software over its entire life cycle. An established comprehensive software validation process helps to reduce the long-term cost of software by reducing the cost of validation for each subsequent release of the software.

'Quality' is a relative term and it is generally used with reference to the end use of the product. The word 'quality' has variety of meanings including fitness for purpose, grade, degree of preference, degree of excellence & fulfillment of promises.

It may also be defined as a degree of conformance of design and specifications. American Heritage Dictionary defines Quality as "A characteristics or attribute of something". When we examine an item based on its measurable characteristics, two kinds of quality may be encountered:1.Quality of design2.Quality of conformanceThe quality of design of a product is concerned with the tightness of the specifications for manufacture of the product. It depends on the type of customers in the market, capital goods, profit consideration of the organization & special requirements of the product. The quality of conformance is concerned with how well the manufactured product conforms to the quality of design. To achieve this, the incoming raw materials have to be of adequate quality, selection of the process should be proper, operators need to be trained and experienced & proper care should be taken during shipment and storage of finished goods. A proper inspection program & feedback mechanism should exist, both for internal inspection & for the customers.The quality of performance is concerned with how well the manufactured product gives its performance t depends upon the quality of design & the quality of conformance.The cost of carrying out the company's quality functions (meeting the quality needs of the customers) are known as costs of quality. It provides baseline for the current cost of quality and identifies opportunities for reducing the cost of quality in the future. A quality cost committee of the American Society for Quality Control has recommended that quality cost be defined in four categories:

Linux software debugging with GDBMost flavours of Linux come with the GNU debugger, or gdb to the shell. Gdb lets you see the internal structure of a program, print out variable values, ...www.ibm.com/developerworks/library/l-gdb/ - 53k - Cached - Similar pages

Thursday, August 23, 2007

Thursday, June 28, 2007

In 2006 GM and Chrysler have started phasing out CMMI in favor of SPICE as they relocate their engineering centers to Europe.ISO/IEC 15504 is publicly available through National Standards Bodies.It has the support of the international communityOver 4000 assessments have been performed to dateMajor sectors are leading the pace such as automotive, space and medical systems with industry relevant variantsDomain-specific models like Automotive SPICE can be derived from itThere have been many international initiatives to support take-up such as SPICE for small companies.

ISO/IEC 15504 (all parts) provides a framework for the assessment of processes. This framework can be used by organizations involved in planning, managing, monitoring, controlling and improving the acquisition, supply, development, operation, evolution and support of products and services.

ISO/IEC 15504-3:2004 provides guidance on meeting the minimum set of requirements for performing an assessment contained in ISO/IEC 15504-2.

It provides an overview of process assessment and interprets the requirements through the provision of guidance on:

performing an assessment;the measurement framework for process capability;process reference models and process assessment models;selecting and using assessment tools;competency of assessors;verification of conformity.

There are a variety of ISO standards addressing various aspects of process improvement.ISO 9000 is a set of standards for quality management systems that is accepted around the world. Currently more than 800,000 organizations in 161 countries have adopted ISO 9000 as national standards. When you purchase a product or service from an organization that is registered to the appropriate ISO 9000 standard, you have important assurances that the quality of what you receive will be as you expect. In addition, with the year 2000 revision of the standard, quality objectives, continual improvement, and monitoring of customer satisfaction provide the customer with increased assurances that their needs and expectations will be met. There is significant overlap between ISO 9000 and SW-CMM® Level 2. A comparison of the two is documented in A Comparison of ISO 9001 and the SW-CMM® [download is cmm9001.pdf] Note that the document was scanned in reverse order, so the first page you see is actually the last page of the document.ISO 15504 (SPICE) SPICE (ISO/IEC 15504) is a major international initiative to develop a Standard for Software Process Appraisal. The project is carried out under the auspices of the International Committee on Software Engineering Standards ISO/IEC JTC 1/SC 7, through its Working Group on Software Process Appraisal (WG10). Since 1993, the SPICE (ISO/IEC 15504) (Software Process Improvement and Capability Determination) project, launched within the ISO has been developing a framework standard for software process Appraisal, bringing together the major suppliers and users of Appraisal methods. Field trials of SPICE-based Appraisal commenced in January 1995, and will continue until ISO/IEC 15504 is published as a full International Standard, scheduled by 2002.ISO 12207 offers a framework for software life-cycle processes from concept through retirement. It is especially suitable for acquisitions because it recognizes the distinct roles of acquisitor and supplier. In fact, the standard is intended for two-party use where an agreement or contract defines the development, maintenance, or operation of a software system. It is not applicable to the purchase of commercial-off-the-shelf (COTS) software products. ISO 12207 provides a structure of processes using mutually accepted terminology, rather than dictating a particular life-cycle model or software development method. Since it is a relatively high-level document, 12207 does not specify the details of how to perform the activities and tasks comprising the processes. Nor does it prescribe the name, format, or content of documentation. Therefore, organizations seeking to apply 12207 may want to use additional standards or procedures that specify those details.CMMI® version 1.2 is coming. Are you ready?CMMI® version 1.1 will be sunsetted as of August 31, 2007, and version 1.1 of the Introduction to the CMMI® will not be offered after December 31, 2006. MDM will provide the new version 1.2 of the CMMI® introduction class, along with training on SCAMPISM version 1.2.Learn MoreLearn about the L2 QuickStart Workshop.

Optimising the software delivery cycle **** A ZDNet UK discussion panel ****Quality software delivery is a perennial challenge for anyone involved in the software delivery process, from CIOs to developers.There is a rolling pressure to deliver, within a fixed time frame and a very fixed budget, high quality, robust software that can both support and help grow the business.How can you best deliver quality software on time and to budget?Discover how some of the big software development houses do it in this ZDNet UK panel discussion.Watch the panel discussion

Sunday, May 20, 2007

Table of Contents Software QA and Testing Frequently-Asked-Questions Part 1, covers the following:What is 'Software Quality Assurance'?What is 'Software Testing'?What are some recent major computer system failures caused by software bugs?Does every software project need testers?Why does software have bugs?How can new Software QA processes be introduced in an existing organization?What is verification? validation?What is a 'walkthrough'?What's an 'inspection'?What kinds of testing should be considered?What are 5 common problems in the software development process?What are 5 common solutions to software development problems?What is software 'quality'?What is 'good code'?What is 'good design'?What is SEI? CMM? CMMI? ISO? Will it help?What is the 'software life cycle'?Software QA and Testing Frequently-Asked-Questions Part 2, covers the following:What makes a good Software Test engineer?What makes a good Software QA engineer?What makes a good QA or Test manager?What's the role of documentation in QA?What's the big deal about 'requirements'?What steps are needed to develop and run software tests?What's a 'test plan'?What's a 'test case'?What should be done after a bug is found?What is 'configuration management'?What if the software is so buggy it can't really be tested at all?How can it be known when to stop testing?What if there isn't enough time for thorough testing?What if the project isn't big enough to justify extensive testing?How does a client/server environment affect testing?How can World Wide Web sites be tested?How is testing affected by object-oriented designs?What is Extreme Programming and what's it got to do with testing? Software QA and Testing Less-Frequently-Asked-Questions, covers the following:Why is it often hard for organizations to get serious about quality assurance?Who is responsible for risk management?Who should decide when software is ready to be released?What can be done if requirements are changing continuously?What if the application has functionality that wasn't in the requirements?How can QA processes be implemented without reducing productivity?What if an organization is growing so fast that fixed QA processes are impossible?Will automated testing tools make testing easier?What's the best way to choose a test automation tool?How can it be determined if a test environment is appropriate?What's the best approach to software test estimation?Other Software QA and Testing Resources Top 5 ListSoftware QA and Testing-related Organizations and CertificationsLinks to QA and Testing-related Magazines/PublicationsGeneral Software QA and Testing ResourcesWeb QA and Testing ResourcesWeb Security Testing ResourcesWeb Usability ResourcesSoftware QA and Test Tools Test toolsCM tools and PM toolsWeb site test and management toolsWeb Site Test Tools and Site Management Tools Load and performance test toolsJava test toolsHTML ValidatorsLink CheckersFree On-the-Web HTML Validators and Link CheckersPERL and C Programs for Validating and CheckingWeb Functional/Regression Test ToolsWeb Site Security Test ToolsExternal Site Monitoring ServicesWeb Site Management ToolsLog Analysis ToolsOther Web Test ToolsJobs and News Web Job Boards useful to QA and Test EngineersLatest News Headlines -- Technology, Software Development, Computer Security, Tech Stocks, more...Software QA and Testing Bookstore Software Testing BooksSoftware Test Automation BooksSoftware Quality Assurance BooksSoftware Requirements Engineering BooksSoftware Metrics BooksConfiguration Management BooksSoftware Risk Management BooksSoftware Engineering BooksSoftware Project Management BooksTechnical Background Basics BooksOther Books

eSourcing Capability ModelsQuality models and certification for IT and ITES organizationsWith the continued growth of IT services and ITES (Information Technology Enabled Services), organizations are striving to reach higher levels of performance and capability. In these relationships, service providers use information technology as a key component of, or as an enabler for, delivering their services. Technology alone does not provide complete solutions, as the eSourcing relationships between clients and their service providers must overcome many challenges to be successful.The eSourcing relationship challenges include:Clients often have little experience in outsourcing and have no standard criteria for selecting a provider.Success criteria for the relationship are not well understood or agreed upon from inception by both parties.Clients’ expectations often change as the nature of the services change, due to rapid shifts in technology and tools, and providers are not always able to keep up with those changesThe necessary trade-offs between the service’s quality, speed, and cost are not always articulated and understood.The transfer of personnel, equipment, and knowledge between the client and service provider is often problematic.Service providers often have trouble analyzing and reporting their progress in terms that are meaningful for clients.Types of sourcing servicesThe IT Services Qualification Center (ITSqc) at Carnegie Mellon University has created “best practices” capability models for both sides of the eSourcing relationship. The eSourcing Capability Model for Service Providers (eSCM-SP) v2 was released in April 2004. The eSourcing Capability Model for Client Organizations (eSCM-CL) is being released in 2006.eSCM for Service ProvidersThe eSCM-SP v2 offers ITES providers a framework to improve their capability to deliver consistently high quality services. It also assists them in establishing, managing, and continually improving relationships with clients. The intent of the eSCM is to present service providers with a set of best practices that help them effectively manage sourcing relationships. Besides, it presents clients with a way to evaluate and compare service provider’s capabilities.ITSqc developed the eSCM-SP for three purposes. First, it helps ITES providers appraise and improve their ability to provide high quality sourcing services. Second, it gives them a way to differentiate themselves from the competition. Third, prospective clients can evaluate service providers based on their eSCM-SP level of certification and Practice Satisfaction Profile.Each of the Model’s 84 Practices is distributed along three dimensions: Sourcing Life-cycle, Capability Areas, and Capability Levels. While most quality models focus only on delivery capabilities, the eSCM-SP’s Sourcing Life-cycle includes delivery, as well as initiation and completion of contracts where many commonly encountered problems arise.The eSCM-SP offers a five-level improvement path that service providers can travel to enhance value and sustain excellence over time. By grouping the practices into increasing levels of capability, the eSCM-SP describes an improvement path for a service provider. Providers may advance from a minimal level of delivering services, to the highest level, where they are proactively enhancing value for clients, regardless of the requirements or scope of sourcing efforts.The eSCM-SP has been designed to complement existing quality models so that service providers can capitalize on their previous improvement efforts. The Model’s structure complements most existing quality models such as ISO 9001, ISO 20000-1, ISO 27001, the CMMs®, COBIT® and COPC-2000®. Therefore it can be implemented in parallel with these other frameworks. A series of documents comparing the eSCM-SP with other models and standards is in production and available from the ITSqc Web site.eSCM for Client OrganizationsIn order to address both aspects of the eSourcing relationship, the ITSqc has developed the eSCM for Client Organizations (eSCM-CL), which addresses the challenges of sourcing relationships from client’s perspective. Existing frameworks do not comprehensively address the best practices needed by client organizations to successfully source and manage ITES. Actions of the client organization and of the service provider in these sourcing relationships are critical for the success.Many other frameworks focus on delivery, although the roots of many sourcing difficulties often lie elsewhere. The 95 Practices of the eSCM-CL cover the full sourcing life cycle. This best practice model begins with the client’s strategy for eSourcing, moving through initiation into delivery and, eventually, into completion activities. It allows client organizations to continuously evolve, improve, and innovate their capabilities to develop stronger, longer term, and more trusting relationships with their service providers. It also ensures that their sourcing activities provide true business value to the organization. Key aspects of the eSCM-CL that are not covered by many other standards include organizational change management and value management practices to ensure that the organization successfully manages its sourcing transformation, and that its sourcing activities return appropriate value and align with the organization’s objectives.In addition, eSCM-CL enables client organizations to appraise and improve their capability to foster the development of more effective relationships, better manage these relationships, and experience fewer failures in their client-service provider relationship.The eSCM-SP v2The 84 eSCM-SP v2 Practices are arranged within three dimensions: Sourcing Life-cycle, Capability Areas, and Capability Levels.The eSCM-CLThe Sourcing Life-cycle addressed by the eSCM-CL extends earlier than the Phases of the Sourcing Life-cycle covered by the eSCM-SP. Its 95 Practices address the sourcing activities of the client organization dealing with its sourcing strategy and analysis of its operations and potential sourcing opportunities during the Analysis Phase.ITSqc and ULCarnegie Mellon University’s ITSqc is a multidisciplinary group of researchers, practitioners, and organizations that addresses the needs of ITES providers and their clients. To that end, the ITSqc develops quality models and qualification methods for organizations involved in eSourcing. eSCM, a set of complimentary best practices for the IT-Sourcing Market, is fast becoming the standard for sourcing relationships on both sides of the service relationship. For more information about the eSCM Models or eSCM-certified organizations, visit http://www.itsqc.cmu.edu/. These documents and all Model documents are available at itsqc.cmu.edu/downloads.UL is an ITSqc-authorized provider of independent, third-party eSCM appraisals and evaluations, which can lead to certification by the ITSqc at Carnegie Mellon University.For more information about eSourcing Capability Model, please contact Dr. Hefley at Hefley@cmu.edu or JC Sekar, General Manager, Management System Registration Services (Asia Pacific, Middle East and Africa) at Jc.sekar@sg.ul.com.

People Capability Maturity Model (People CMM)This topic contains questions and answers about the People CMM.http://www.sei.cmu.edu/cmm-p/version2/faq.html#Q204Contents: What is the People Capability Maturity Model (People CMM)?What are the plans for People CMM in the coming year?How do I become a People CMM Lead Appraiser?How do I get more information about the People CMM?My organization is planning an appraisal soon, and we have been guiding our improvement program with Version 1 of the People CMM; can we still conduct the appraisal with version 1?Why isn't there a continuous representation of People CMM version 2?Will People CMM version 2 be integrated into CMMI?How does People CMM version 2 support integrated product development teams?Where can I obtain training on the People CMM?When will you release People CMM version 3?How do I find an authorized People CMM Lead Appraiser?What is the People Capability Maturity Model (People CMM)?The People Capability Maturity Model (People CMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People CMM provides guidance to organizations in selecting immediate improvement actions that help organizationscharacterize the maturity of their workforce practicesset priorities for immediate actionintegrate workforce development with process improvementbecome an employer of choiceWith the help of the Capability Maturity Model Integration (CMMI) and Capability Maturity Model for Software (SW-CMM), many organizations have made valuable improvements in their software and systems processes and practices. These organizations have also discovered that their continued improvement requires significant changes in the way they manage and develop their people. The People CMM can be coupled with CMM-based software process improvement programs or used on its own to guide improvements in workforce practices or to address strategic human capital objectives.return to top What are the plans for People CMM in the coming year?The People CMM team is migrating to SCAMPI for People CMM Appraisals. Six pilot SCAMPI A appraisals were completed from 2004 to 2006. An interpretive guidance document, Interpreting SCAMPI for a People CMM Appraisal at Tata Consultancy Services has been published and is available on the SEI's Web site at http://www.sei.cmu.edu/publications/documents/05.reports/05sr001.html.An Intermediate Concepts of the People CMM Course is available to the public. Information about that course and the necessary prerequisites can be found at http://www.sei.cmu.edu/products/courses/a15.html.A People CMM Instructor Training course is available for those who wish to become SEI-authorized Introduction to People CMM instructors. Information about the course and the prerequisites for taking it can be found at http://www.sei.cmu.edu/products/courses/a18.html.A SCAMPI for People CMM course will be available in 2007.return to top How do I become a People CMM Lead Appraiser?Organizations that become SEI Partners for SCAMPI (Standard CMMI Appraisal Method for Process Improvement) with People CMM appraisal services can sponsor candidates to become SEI-authorized SCAMPI Lead Appraisers. Candidates who successfully complete the process outlined below will be authorized to train appraisal teams and lead appraisals on behalf of SEI Partner organizations.Individuals who wish to become Authorized SCAMPI with People CMM Lead Appraisers must meet the following requirements:ensure that their organizations have applied to become transition partners for SCAMPI appraisal services, have been accepted, and have signed the applicable Carnegie Mellon University/SEI agreementhave a signed Code of Professional Conduct for SEI Services in placehave successfully completed the application process to become an Authorized People CMM SCAMPI Lead Appraiser that consists ofparticipation as an appraisal team member on at least one SCAMPI A appraisal with People CMM within the prior 24 monthsat least ten years of management, human resources, or organizational development experiencea minimum of two years of experience managing technical personnelan advanced degree in a related management area or equivalent experiencehave successfully completed the Introduction to People CMM coursehave successfully completed the Intermediate Concepts of People CMM coursehave successfully completed the SCAMPI Lead Appraiser Training for People CMMhave successfully been observed leading a SCAMPI Appraisal with People CMMreturn to top How do I get more information about the People CMM?Direct links to all People CMM products and services can be found at http://www.sei.cmu.edu/cmm-p/version2/. Questions about the Introduction to the People CMM course can be directed to Course Information e-mail: course-info@sei.cmu.edu. Questions about interpreting the People CMM should be directed to Sally Miller, e-mail to sal@sei.cmu.edu. Additionally, the Software Engineering Information Repository (SEIR) contains a People CMM section where users of the model have contributed implementation guidance. You can access the SEIR at https://seir.sei.cmu.edu/seir/.return to top My organization is planning an appraisal soon, and we have been guiding our improvement program with Version 1 of the People CMM; can we still conduct the appraisal with version 1?Appraisals against People CMM version 1 are no longer accepted. All organizations should use version 2 of the model for guiding improvement programs and appraisal because of its improvements and greater consistency with CMMI.return to top Why isn't there a continuous representation of People CMM version 2?People CMM version 2 is only produced in a staged representation. After lengthy review of the literature and experience gathered from implementers on programs to improve workforce practices, the authors determined that these programs often fail when workforce practices are not introduced as a system, but rather are deployed in isolation. For instance, efforts to install empowered teams are likely to fail if compensation practices continue to reward individual performance without recognizing contribution to team performance and team success.return to top Will People CMM version 2 be integrated into CMMI?There are no existing plans to integrate the People CMM into CMMI, either directly or by extensions. Currently, the CMMs that have been integrated in CMMI all concern behavior performed in or on behalf of projects, whereas the People CMM concerns behavior performed regularly throughout the organization. Nevertheless, People CMM Version 2 has adopted some of the advances made in the CMMI Framework and has tried to ensure that People CMM improvement programs would integrate with improvement programs guided by CMMI. Enhancing the focus on process abilities in workforce competencies at maturity level 3 and quantitative performance management practices at maturity level 4 will make integrating these various models much easier.return to top How does People CMM version 2 support integrated product development teams?Because of its inherent subject matter, the People CMM presents a more detailed model for the evolutionary development of workgroups or teams. Nevertheless, the CMMI-DEV+IPPD model and People CMM both focus on process-based workgroup development at maturity level 3, and this was one motivation for creating People CMM version 2. The IPPD materials in CMMI-DEV+IPPD are supported by several process areas in People CMM Version 2 as follows:Integrated Project Management (IPPD)Specific Goal 3 - Apply IPPD PrinciplesCompetency Analysis (level 3)Communication and Coordination (level 2)Workgroup Development (level 3)Organization Process Definition (OPD) Specific Goal 2 - Enable IPPD ManagementWork Environment (level 2)Communication and Coordination (level 2)Compensation (level 2)Workgroup Development (level 3)Participatory Culture (level 3)Workforce Planning (level 3)Competency Development (level 3)Competency-Based Practices (level 3)Additional People CMM guidance for integrated product development teams can be found in Competency Integration (level 4), Empowered Workgroups (level 4), and Continuous Capability Improvement (level 5). These are high maturity process areas within a staged model, so care should be taken to ensure that an organization has the proper foundation (maturity level 2 and 3) in place to manage successful implementation.return to top Where can I obtain training on the People CMM?The SEI-authorized Introduction to the People CMM , Intermediate Concepts of the People CMM, People CMM Instructor Training and SCAMPI for People CMM courses are offered by the SEI. For more information on these courses and for a list of scheduled dates, see the SEI Web site at http://www.sei.cmu.edu/products/courses/courses.html#CMM.The SEI-authorized Introduction to the People CMM course is also available from SEI Partner organizations.return to top When will you release People CMM version 3?Currently there are no plans for a version 3. Version 2 was not released for review until six years after the release of version 1 in 1995. We do not anticipate accelerating the revision cycle unless there is evidence from People CMM improvement programs that significant additions or changes need to be made to the model.return to top How do I find an authorized People CMM Lead Appraiser?The list of SEI-authorized SCAMPI for People CMM Lead Appraisers will appear in the online Partner Directory in November 2006.The listing of authorized People CMM Lead Assessors who are still using the soon to be sunsetted People CMM Appraisal Method can be found at http://partner-directory.sei.cmu.edu/.return to top top